Blog — Page 3

How body language tips off a disengaged employee

By Rich Coleman • January 15, 2013

It’s like the old saying goes: “Actions speak louder than words.”

When it comes to communicating in the workplace, body language says it all.

And any manager with a firm understanding of an employee’s involuntary reactions to situations can better determine who’s committed — and who’s not.

The American Management Association created this list of body language signals that managers should familiarize themselves with.

Feel free to pass these on after you’ve mastered the list yourself.

Head to toe

Eyes: A decrease in eye contact will be your first clue for a disengaged employee. When their eyes go from wide open to slightly narrow, almost squinting, it means they’re having trouble understanding.

Mouth: Pursed lips, clenched jaw muscles, or a turned head with sideways eye contact are all signs of disagreement.

Torso: When shoulders are turned away from whoever is speaking, you’ve lost them. Engaged people will face you directly, with their torsos pointed in your direction. Someone shielding their torso from you with a purse, briefcase or laptop is a sign of defensiveness.

Legs: When their feet are pulled away from you, wrapped tightly together, pointed toward the exit or wrapped around legs of a chair, it’s a sign of withdrawal.

When you spot this behavior, check your own body language to make sure you aren’t reciprocating this.

Then consider changing your approach. For instance, you can force them to open up by making them move around by handing them paperwork, or even a cup of coffee.

Filed Under: CFO & Controller Alert

Managing change: A hands-on approach that works

By Colin McGlinchey • December 12, 2012

What’s a proven path managers can take to make changes that last? Give employees a chance to get involved in the process early and often.

Studies show employees are more willing to stick with a change for the long term if they had a hand in creating it.

If they don’t participate, you could see workers falling back into old habits before long.

And that means you could end up getting stuck finding the time and the resources to retrain them.

Here’s an excellent example of managing a change process, courtesy of one of the world’s premiere hospitality organizations.

The Ritz-Carlton New Orleans was facing an uptick in customer complaints.

The problem was that customers weren’t getting everything they were promised when they checked in. Over-promise-and-under-deliver is always a recipe for failure.

The Ritz-Carlton team was able to improve performance and reduce customer complaints by 50% after only one year and by 70% after two years.

They made these changes stick by getting staffers involved in the improvement process.

Here’s how:

Step 1: Map it out

The Ritz-Carlton team wanted to get a feel for what was causing the problem of missing supplies.

So they mapped out the entire process of preparing a room.

After they had every step of the process detailed, the team turned to staffers for help.

They asked workers which step caused them the most problems.

This led them to the root cause: Supply closets weren’t organized, so workers had trouble finding what they needed for guest rooms.

Step 2: Show what it looks like

Once they had a grasp on what they were facing, the team started looking for solutions.

One idea was to create a sample closet that could be used to show workers the most effective way to organize and stock the supply closets.

Workers had the chance to tour the sample and make suggestions about ways to improve the set up.

This kept workers involved as the fixes were being made.

Step 3: Talk it over

The team’s next step was to hold “daily line-ups” with staffers and managers.

The goal of these 15 minute sessions was to generate open discussion about how the changes were working out.

Plus, it let staffers propose improvements, in case something wasn’t working.

Step 4: Post the numbers

The Ritz-Carlton team also used daily scorecards to keep workers in the know about the impact the changes had made.

The scorecards showed data about customer complaints, which encouraged workers to stick with the plan and keep moving forward.

This technique belongs on every leader’s must-do list

By Fred Hosier • October 26, 2012

Adapted from Safety Compliance Alert.

If you read any list of ideas for motivating employees, one of the best tips will be to consistently encourage people to voice their concerns. (And if that technique is not on your list, pencil it in right now!)

Getting people to speak up about work issues is essential to making them feel they are a valued part of the team, a part of the effort — and ultimately a part of the success.

There are scores of reasons why employees don’t offer up their concerns – from a fear of retaliation to a hesitation to appear ungrateful.

Thankfully, there is a proven, two-step process managers can use to assuage employee fears and get them engaged. The first step is to actively ask for input. The second is to give people feedback about how their concerns were handled.

Both steps are critical – like a two-step tango — otherwise someone’s going to fall flat on their face.

Here’s an example of how it works, as told Capt. Chesley Burnett “Sully” Sullenberger during his keynote address to National Safety Council’s 2012 congress.

After finishing a flight to Minneapolis, a ground crew member came to him to report oil dripping from under the plane, which might indicate a problem.

Sullenberger alerted maintenance, and it turned out to be an over-filled oil reservoir. Not a big problem.

Still, Sullenberger made a point to search out the ground crew worker and follow up with him on the results of the maintenance check.

But the hero-pilot didn’t stop there: He also thanked the worker and encouraged him to do the same thing again if he ever saw a potential problem — even though there wasn’t one in this instance.

It is a lesson managers should make part and parcel of their daily routines, and especially when it involves worker safety: Let people know you want to hear about their concerns. Let them know what came of their input.

And no matter the result, thank them and encourage them never to hesitate to do it again.

Filed Under: Safety Compliance Alert Tagged With: leadership, manager, motivation, safety

Double down on employee strengths — and everybody wins

By Jared Bilski • October 11, 2012

Adapted from What’s New in Benefits & Compensation

If you’ve hired well, then you probably have a lot of employees who are eager to expand their on-the-job skills. Good employees always want to learn more and do more. It’s the quality that made them good in the first place.

So, if your suggestion box is jammed with requests from people wanting more training opportunities, don’t keep them waiting. Cross-training is the ideal way to double your staffing strength without ever having to hire anyone.

The key is to do the training without compromising other pressing needs.

Select a core group

Step one is to identify those people who want to be cross-trained.

Use email, newsletter or other communication channels to let it be known that cross-training opportunities are being developed. Once you get a reliable list of people wanting training, sit them down to make sure they have your best interests in mind, as well as their own.

The win-win is to find out which skills people are most interested in and how those skills can be used to support the organization.

It also helps to identify what people are most passion about, and who are best positioned to take advantage of the training.

Just remember, some people might want to jump ship once they’ve mastered a new skill. Teach a busboy to be a waiter, and you’ll soon need a new busboy.

Build an efficient system

Finding the most efficient way to train people is key to success. The obvious route is to have people work alongside those who already have the skills the employees in the cross-training program are trying to attain.

But that creates another challenge: Who will do the jobs of the employees being cross-trained?

There’s no simple solution, so be sure to spread out the training so it doesn’t put undue stress on any one department. A good rule of thumb in the beginning is that an employee can engage in cross-training only when someone can be found to sub on the regular duties.

Sit back and enjoy the results

Employees who learn new skills and put them to good use are invaluable, two for the price of one. Cross-trained employees are essential because they can fill in for others with little or no notice.

And that’s a real benefit for the bottom line.

Filed Under: What's New in Benefits and Compensation Tagged With: cross-training, leadership, management

Progressive Business Publication Scam Alert: Phishing, Vishing & SMiShing

By Rich Henson • October 8, 2012

Progressive Business Publication Scam Alert

Identity thieves are constantly creating new ways to scam unsuspecting people. That’s why it’s essential to recognize the three most common technology-related scams known as Phishing, Vishing and SMiShing.

Phishing scams use email, while Vishing attacks come over land telephones. SMiShing scams target the users of mobile devices.

The common element to all three scams is to collect confidential personal and financial information.

Here’s a closer look at how they work.

Phising is an attempt to get your password or credit card number by sending out phony email that looks like it comes from a trustworthy entity, usually a bank but possibly also a social website, an online payment processor or even an IT company. The phony email contains a link to a site that looks and feels like a real company.

If you click the link and go to the site, you’re directed to enter financial or other details, even to log in if it’s a mock up of your real bank site.

But even if you do none of these, the site has probably already downloaded malware onto your computer to try to capture your private information.

The term Phising is derived from fishing, and is a reference to baiting a victim into biting on a malicious link, etc.

Vishing scams use Internet-based telephone systems to gain access to private and personal data. The term comes from “voice” and phishing. It goes like this: You answer the phone and an automated recording informs you your credit card, or maybe your bank account, had suspicious or fraudulent activity and you need to call a certain number right away.

The recording tells you the number to call and says your account or card has been deactivated until further notice. When you call, you get another recording telling you to enter your bank or credit card number on the key pad to confirm who you are. Don’t do it.

This kind of scam is also used to get a security PIN, expiration date, date of birth, etc.

SMiShing is similar to the other scams, but uses cell phone text messages to deliver the bait and get someone to divulge personal information. The name is a combination of Short Message Service technology and phishing.

The hook in this scam is a website or phone number the user is required to connect with.

SmiShing often involves something that needs immediate attention, such as confirming you’ve signed up for a discounted subscription, and you’ll be charged $8 a day unless you cancel the order. Then it gives you a phone number to call to cancel.

Of course, you can’t cancel without entering your vital personal and financial information, which is the raison d’etre behind the scam in the first place.

A recent variation of this involved retail giant WalMart, which issued a fraud alert regarding a large number of SmiShing texts that offered a phony $1,000 gift card as bait.

The key to handling all three of these scams requires the same reality check: If you feel a need to contact your bank or credit card company, use the number on the back of your credit card or call or visit a branch office you know for sure is real!

Filed Under: Uncategorized Tagged With: phishing, scam, SMiShing, vishing

Winning over difficult fellow managers

By Ken Dooley • October 5, 2012

Adapted from The Selling Advantage.

Even the most difficult managers have one redeeming quality, and you can win their loyalty with the right approach.

Sometimes the very qualities that make them so difficult, irrational, emotional, close-minded and demanding can help you gain their support on key initiatives when you need it most.

Five tips

Here are five tips that may help you deal with difficult managers when you need their support:

1. Anticipate as many obstacles and objections you can think of when preparing to win their support. Don’t hesitate to rehearse your responses to avoid being surprised.

2. Avoid letting their negativity affect your response. If you respond in kind, you’re playing their game.

3. Allow yourself time to respond. Try to understand the emotion the manager might be showing, and use patient listening.

4. Dig for the facts. Find out all you can about the manager’s motivations, needs, interests and goals. This awareness can help you create acceptable solutions if the person makes unreasonable demands.

5. Don’t take their behavior personally. Rise above bad behavior and stay in control, no matter what is said.

As any good salesperson can tell you, difficult business people tend to fall into one of these three categories — and resourceful managers can adapt these proven techniques salespeople use when dealing with a difficult colleague.

Three distinct categories

The Situationally Difficult: Those people whose circumstances or situation make them difficult. Something may have happened to disrupt their day, their work flow, or any number of things.

The Strategically Difficult: Those who think being difficult helps them get what they want. It’s a temporary state of mind.

The Simply Difficult: People who have an ingrained personality trait. Their behavior is reactive, manipulative, uncooperative or a combination of these characteristics. It’s a permanent state of mind.

The NICE System

While you can’t control the emotions or actions of a difficult fellow manager, you can control the encounter with something called the NICE approach, a systematic method for dealing with difficult people.

Neutralize your own emotions. Dealing with difficult people is emotional, and the more emotional you are, the less rational you behave. The more your emotions are kept in check, the more you can be in control and direct things toward of a positive outcome.

Identify the type of difficult person you’re dealing with, strategic, situational or just simply difficult.

Control the encounter. Once you know which type of difficult manger you face, you can employ the appropriate techniques to help shape and determine the outcome of the encounter.

Explore options. Even if you control the encounter, you may still be at an impasse. The process of getting “unstuck” often requires the development of common-ground options and carrot-and-stick alternatives that are beneficial to everyone.

Filed Under: The Selling Advantage Tagged With: difficult managers

Managing differences — and creating cohesion

By Jim Burger • September 25, 2012

Adapted from Injury Prevention & Cost Control Alert.

The workplace has never been so diverse in terms of age, race, ethnicity and culture, and that means mangers and executives are more challenged than ever to embrace this growing diversity – and still get results.

Overcoming language barriers is the first obvious challenge, but that’s only the beginning. It’s important to recognize the expanse of cultural differences, too, and how those differences impact work.

For instance, different cultures can have very different approaches to essential workplace issues like time management, respect for authority, teamwork, responsibility and even safety.

Different cultures also have conflicting interpretations of transparency, openness and ethics. Some are more reluctant to communicate, or to give and receive feedback. Obviously when customers, clients or co-workers operate on differing belief systems with conflicting attitudes, it creates barriers to success.

These barriers need to be addressed before an organization can run efficiently. That responsibility falls to leadership to ensure that every worker feels valued—and that people’s needs are being address.

Here are two real-life examples as it relates to workplace safety.

Fatalism, the idea that events are inevitable and can’t be influenced by human action, is common in some Latin American cultures. This mindset presents a challenge for managers trying to promote safe work habits among Hispanic workers who think they’re pre-destined to get hurt – or not – regardless of their habits.

Other safety managers report some Asians are less likely to speak up about hazards because of cultural upbringings that suggest only troublemakers do that.

To begin addressing this issue:

Provide mentors cross culturally. This will help senior leadership relate to and understand people of other cultures as well as provide them with an experienced guide. Simply assigning a mentor is not enough; the mentoring relationship must be active. Senior leaders are not always comfortable with mentoring and may lack mentoring skills and motivation. Provide training to both mentors and mentees and institute a regular process for monitoring their progress.
Hold leadership accountable for harnessing diversity and creating cultural awareness. In the world of organizations, what gets measured gets done. Build these systems into a performance metric and regularly review the results.

Keep communication ongoing. Managers must be willing to continually intervene and follow up to reinforce positive actions and behaviors.

Filed Under: Injury Prevention & Cost Control Alert Tagged With: cultural barriers, language, leadership

Team building: It's really trust building

By Rich Henson • September 14, 2012

Adapted from Safety Compliance Alert.

Just say the words “team building” and most managers who’ve been around a while want to roll their eyes. That's understandable. Many team building exercises deserve the bad rap they get.

Consultants will try to sell you on the notion that people playing “tug of war” or having “amoeba races” are also having fun and laughing, and that makes them open and receptive to one another. Right?

Maybe, at least while they’re tugging on the rope. And don’t misunderstand. There is absolutely nothing wrong with a day of fun, if that’s all you really want.

But team building takes more than that. What happens the next day when people are back on the job? Are relationships strengthened? Or does everyone just go back to their old habits, grumbling over perceived snubs and practicing passive-aggressiveness until they get what they want?

For real team building results, a day of shooting paint balls at each other may be fun, but it’s a hit or miss exercise — pun intended. And mostly it’s miss.

What does work? Trust building! And the best thing about trust building is it hasn’t changed over time. Trust still comes from the same place it always has, it starts on the inside.

Consider this very practical example from the field of workplace safety. People need to be able to trust that those around them will do their jobs safely. To help foster trust quickly, good companies use techniques that encourage people to get to know one another personally, and to recognize the things they have in common.

For instance, nothing brings people together faster than a common enemy, like a serious safety hazard. Assigning employees to come together to identify and eliminate hazards is an excellent trust builder.

Many managers are surprised to learn that one of the of the most well-established and proven trust building techniques available is the employee newsletter. Publishing and sharing items on a regular basis, like employee birthdays, graduations, weddings or anniversaries, hobbies and interests, and adding personal touches to these stories, provides the basis for trust building and teamwork.

It lets people see they have a lot in common, that they share many interests, and that they’re all in this “work thing” together. It makes them one, like a good team.

Filed Under: Safety Compliance Alert Tagged With: newsletter, safety, team building

Putting your best foot forward — every day

By Colin McGlinchey • September 7, 2012

Adapted from Quality Manager's Alert.

If there is an absolute truth in business, it's that first impressions are lasting ones.

A good first impression paves a path to a long and productive relationship.

A bad one is hard to ever overcome.

This is especially true for businesses that rely on a relatively high and steady stream of changing customers; think retail, hospitality & entertainment, and even healthcare.

Healthcare? Especially healthcare.

Healthcare is both the fastest-growing and fastest-changing segment of the economy. Those kinds of pressures mean that these are make-or-break times for hospitals and providers.

That's why it's worth stealing a page from the “First Impression Playbook” at City of Hope, a comprehensive cancer center in Duarte, CA, which is not only making tremendous inroads in life-saving treatments, but in patient/customer satisfaction as well.

City of Hope knew it needed to do a better job on first impressions. So here's what they did to turn things around:

1. Reduced waiting

City of Hope created and distributed easy to use patient surveys to help steer them toward the biggest and most frequent problem spots patients said they faced. For instances, areas with long wait times were identified and fixed right away. Nothing makes a bad impression more than waiting endlessly.

2. Faster connections

Another problem that jumped out of the survey was people weren't thrilled with how long it took to even make an appointment.

The solution required some internal communications fixes at the facility.

Things like boosting instant messaging among staff helped to save time by eliminating phone tag between very busy staffers. That alone made juggling different schedules and setting appointments much easier — and the customer benefited!

3. Multiple options

Another common complaint was long lines.

The hospital knew it couldn’t have sick patients standing in line, waiting to check in. So instead of having everyone register at one central location, they created multiple points where patients were able to register — and cut the length of those lines by almost 80%!

4. Staff flexibility

Managers were encouraged to be flexible to keep wait times in check — and customers happy — by moving staff where they were needed most. It required some cross-training and a lot team work. Yet each morning, City of Hope moved staffers around to different departments, depending on which ones would be the busiest.

The end result has been a much stronger first impression and a higher quality patient experience.

Filed Under: Quality Manager's Alert Tagged With: customer satisfaction, first impressions, quality

An approach to incentives that gets results

By Christian Schappel • September 5, 2012

Adapted from The Internet & Marketing Report.

Who doesn’t like incentives!

They are all the rage, and any employee worth his or her own salt wants to be incentivized as often as possible. Right?

Well, that’s always been the widespread belief — and practice — in spite of tons of research that suggests incentives aren’t so good at improving performance in the long-run on anything other than the most repetitive and mundane task. That’s because it’s thought that being too focused on the reward can cloud the creative process.

However, a recent Harvard University study found that adding a little wrinkle dramatically improves student performance: give teachers a reward upfront and threaten to take it away if performance doesn’t actually improve.

It’s what’s known as loss-aversion — that people are more motivated by the thought that something could be taken away if they don’t achieve a goal. For managers and executives, exploiting this loss-aversion tendency could open the door to better performance in all parts of any organization.

The Harvard study suggests pay-for-performance has a dismal record of improving student outcomes. Teachers who were offered sizable bundles of cash didn’t help their students any better than teachers who simply worked out of the goodness of their impoverished hearts.

But to lose something, that’s different! People will scale the highest mountains to hang onto what they already possess. For instance, researchers found people will pay more than twice as much money to keep a coffee mug they were given than to acquire it in the first place.

These ideas hold exciting possibilities for business. Marketers, for instance, could offer discounts, samples or add-ons for free, but revoke them if customers don’t maintain a standing order, or write a favorable online review.

On a wider scale, why not hand out bonus pay at the beginning of the year? Nobody wants to give it back.

Filed Under: Uncategorized